The magazine for Woodside people | Q2 2019

Trunkline

Drive for cleaner energy 4

Browse passes design milestone 5

Striding ahead on schedule, safety 6–7

Keeping trains on track 8

Christmas comes early 9

New look Ngujima-Yin sails home 10–11

Bridging a safety gap 12

EditorKellie Bombardieri t: +61 8 9348 6743

JournalistsMark IrvingKaren TurnerLauren Stepanovski

AdministratorRachel Aumord

PhotographyJames CampbellRob Simeon

Design287 Design

PrintingQuality Press

Trunkline is published four times a year by Woodside Energy Ltd. Back issues of Trunkline are available for viewing on the Woodside intranet.

Winning environment/Silver lining 13

In the EZONE 14

Changing places/Compass guides

two-way street 15

Bemvindu (welcome) Timor GAP 16

Supporting Senegalese suppliers 17

On the cover

Best behaviour: Woodsiders are joining the new Global Network 4W initiative to help elevate awareness and drive a sustained change in behaviour in health, safety and environment.

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15

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2

A day in the life of a . . . legal counsel 18-19

Exploring options 20

Weathering the storm 21

Eva’s Next Step/Hearty support 22

RAP progress 23

Stable relationships built on trust 24

Dynamic duo 25

Broadening horizons 26

Pitching in 27

Memorabilia matter 28-29

Better safe than sorry 30

Visitors drawn to arts centre 31

Random Discoveries 32-34

Final Frame 35

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Trunkline is printed on New Life Recycled coated paper, which is sourced from a sustainably managed forest and uses manufacturing processes of the highest environmental standards. Trunkline is printed by a Level 2 Environmental Accredited printer. The magazine is 100% recyclable.

Woodside delivered its first cargo of LNG 30 years ago, a milestone marked at recent events in Perth and Tokyo.

More than 5000 cargoes later, the company is forging ahead with plans to grow our operations with the Burrup Hub and beyond.

The following pages offer some insight into just how much work is being done across the business to progress those plans.

For example, our Browse team recently passed a key milestone – basis of design – for a concept that will bring gas from the Brecknock, Calliance and Torosa fields to the Karratha Gas Plant.

And our Senegal team is leveraging a pioneering procurement portal to encourage local content opportunities.

There are also numerous examples of innovation in action, including a time and money-saving offshore Walk to Work program as well as the launch of the EZONE Student Hub at the University of WA.

Rain, hail, shine or cyclone (check out our streamlined response to Tropical Cyclone Veronica), Woodsiders are working hard to deliver quality outcomes.

Read on to discover more.

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Notes on Petroleum Resource Estimates: All petroleum resource estimates in this publication are to be read in conjunction with the Reserves Statement in Woodside’s most recent annual report, as updated by subsequent ASX announcements available at http://www.woodside.com.au/Investors-Media/Announcements. This publication may contain forward-looking statements that are subject to risk factors associated with oil and gas businesses.

4 trunkline | Q2 2019

A big step towards cleaner energy in the north of Western Australia was taken in early April when WA Premier Mark McGowan officially opened our Pluto LNG truck loading facility in Karratha.

Woodside sees the facility as an important part of our company’s future.

Our gas helps turn the lights on in Western Australia and cities across Asia, but the new truck loading facility aims to service markets closer to Karratha, and build momentum to develop new markets.

Large-scale mining operations in the State’s North West account for the lion’s share of some three billion litres of diesel imported into the Pilbara every year.

Through this new facility, Woodside will transport clean reliable energy to mining operations in the North West and Kimberley as part of our efforts to replace higher-emissions fuels with gas.

Chief operations officer Meg O’Neill noted that the synergies were obvious, yet had not been fully realised until now.

“The opening of the Pluto LNG truck loading facility enables us to deliver our highly reliable and clean fuel to energy intensive mining operations across Western Australia,” Meg said at the opening ceremony.

“We believe that our LNG can replace higher-emissions fuels, delivering economic and environmental benefits.”

Ships carrying mining exports (mainly iron ore) use around five billion litres of heavy fuel oil annually – another opportunity for LNG.

After all, Woodside already operates an LNG-powered support vessel, the Siem Thiima, and the International Maritime Organisation (IMO) is moving to reduce emissions from ships.

From 1 January 2020, the IMO will enforce a new global sulphur cap of 0.5% (down from 3.5%).

Manager of LNG fuels and renewables Robert Chamalaun says: “We’re taking action to develop innovative new markets for our clean and reliable LNG and this facility is a good demonstration of that.”

Climate change improvement manager Marc Senders agrees.

“Displacing higher-emission fuels with LNG reduces greenhouse gas emissions by about 27% on a lifecycle basis, while virtually eliminating emissions of sulphur dioxide and fine particulate matter,” Marc explains.

The facility’s initial capacity will deliver enough LNG to reduce greenhouse gas emissions by more than 120,000 tonnes every year – equivalent to taking more than 25,000 cars off the road.

Project manager Suzannah Randle says collaboration has delivered the truck loading facility.

“The asset, Power and New Markets, Projects and Engineering have all worked together to take the project off the drawing board and make it a reality,” Suzannah says.

“They were driven throughout by Woodside’s high standards for health and safety, heritage and environmental management.”

Mike Price, vice president Pluto floating production storage and offloading (FPSO) facilities and Wheatstone, agrees the project has demonstrated some fine collaboration.

“We’ve worked across industry, forming partnerships with EDL Energy and Linfox that have been critical to the project’s success,” Mike notes.

Woodside has also secured Sheffield Resources as a foundation customer, with a commitment to provide significant volumes to its Thunderbird Project in the Kimberley.

And Mike adds we never could have seen the project through without the ongoing support of our Pluto LNG Joint Venture partners Kansai Electric and Tokyo Gas.

Drive for

cleaner energy

On the road: Top, our new LNG truck loading facility in Karratha is positioned to service new markets for clean fuel; below, at the official opening of the facility were Premier of Western Australia Mark McGowan, chief operating officer Meg O’Neill, EDL’s general manager remote energy Geoff Hobley, and project manager Suzannah Randle.

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The Browse to North West Shelf (NWS) Project has passed another milestone with the approval of its Basis of Design (BoD).

The document represents the main technical deliverable for the concept definition phase of the mega project.

BoD covers all elements of Browse including metocean and geotechnical data, reservoir properties and the design and functional requirements for the wells, subsea production system, floating production storage and offtake (FPSO) facilities, export pipeline and key interfaces with the NWS Project.

“It captures the functional requirements, design requirements, philosophies, and the codes and standards to be used for all the Browse facilities,” explains technical integration manager Mark Charlton.

“Our aim was to ensure an operable, safe and cost-effective design.”

The Browse Joint Venture, operated by Woodside, proposes to develop the Brecknock, Calliance and Torosa fields located approximately 360 km north of Broome.

The concept includes two identical FPSOs which would process and export dry gas to the existing infrastructure at the Karratha Gas Plant via the Browse Trunkline and NWS's second

trunkline. Developed in conjunction with Development, Projects and Operations, the BoD comprises 544 pages of 111 individual data sheets, prepared by more than 50 authors with more than 100 reviewers and approvers.

And now contractors will use it as input for the development of the design so they can make detailed design decisions to support BoD requirements.

Woodside began work on the BoD in October and delivered the initial draft the following month.

The work was checked, modified, assured and signed off in April before being issued in May.

“It was a tight schedule,” says Mark.

He says system engineer Shereen White, the coordinator for the BoD, simplified the amount of information, adding: “The amount of work carried out in the time frame has been sensational.

“One of the main things we tried to do was simplify it down to only the key information we need and the decisions we need to make as the operating company.”

Shereen agrees.

“It’s been written in a way that allows contractors the flexibility to identify the most optimised design solutions

whilst still delivering the functional requirements,” she says. “We’ve learnt and built on the good work undertaken by the Scarborough Project. Through collaboration, we were able to adopt and build upon BoD processes, systems, technical and operational requirements.”

Now the BoD is ready to be given to the contractors and sets the scene for Browse to enter front end engineering design this year. A final investment decision is scheduled for late 2020.

David Thain, operations readiness manager, notes the BoD is a document designed for the entire 30 year-lifespan of Browse.

“We have made sure we use modern technologies and have enabled technologies we think will be coming through in the future,” David says.

“For instance, we’ve enabled areas for drones, robots and subsea autonomous vehicles to dock, power up and transfer the data they collect when they undertake tasks.

“And via the technology incorporated in the design, we will be able to directly support the FPSOs from Mia Yellagonga more efficiently than ever before.

“The project mantra has been: ‘Browse - designed for life’.

“The BoD reflects that.”

design milestoneBrowse passes

Team talks: Simon Benwell, Daniel Bathe, Shereen White, Mark Charlton and David Thain examine the Browse basis of design, which was approved in Q2.

6 trunkline | Q2 2019

Contracting a new type of vessel helped create hundreds of “extra” working hours for the Pluto Alpha (PLA) offshore turnaround in Q2.

In what is believed to be a first for Australia, a “walk to work” (or W2W) vessel with a Safeway gangway was contracted for the turnaround.

It enabled more people to work on the Pluto Alpha platform and resulted in more than 40 days of work scopes being completed in 27 days.

Transferring people to and from offshore platforms safely and efficiently, and accommodating them close by, is a well-known challenge that comes with risks and hazards.

W2W, which boasts an innovative method of transferring people across the water to offshore platforms and providing accommodation, addresses both issues – and as a consequence, enables more people to work on the platform.

Turnaround excellence manager Russell Probert had experienced the advantages of W2W vessels when employed overseas several years ago by an oil major.

In August 2018 Woodside began investigating use of a W2W vessel for the North Rankin turnaround, scheduled for September this year.

A contractor, MMA Offshore, was selected through an accelerated tender process that sought contractor capability to deploy W2W technology.

But when the amount of work needed and time available for Pluto became apparent, Russell contacted OneMarine.

He says: “I asked, how can we accelerate the Walk to Work initiative for the Pluto turnaround?”

OneMarine worked with Contacting and Procurement (C&P) and MMA Offshore to determine if a W2W vessel could be ready in time.

Woodside and MMA Offshore then collaborated with Safeway in the Netherlands to install a bespoke gangway on the multi-purpose support vessel, MMA Pinnacle.

The MMA Pinnacle has 72 beds for turnaround workers, plus 28 crew, and also featured a workshop, helideck, crane and more.

Russell says the fully overhead covered and weather-proof, telescopic, motion-compensated gangway allowed the maintenance crew safe and direct access to and from the Pluto platform, even with the vessel’s pitching and rolling motions.

“It is like an airbridge from an airport terminal to an airliner,” he explains.

“The crew was able to literally ‘walk to work’ and we completed more than 1200 safe personnel transfers and 40 gangway operations in 24 days.”

Other benefits of the W2W (such as transferring all the accommodation on to the Pinnacle and the reduction of helicopter flights) also resulted in significant risk elimination and cost savings. 

Marine operations manager Ben Small says: “From my perspective, the W2W project embodies everything Woodside aspires to achieve: innovating to find new ways of working, collaborating with our contractor partners and then accelerating the delivery of work to unlock greater value than at any time previously.

“W2W was extremely challenging to execute with Woodside’s assets because their height above sea level is so much higher than the average in other regions such as the North Sea.”

PLA, for example, is more than 29m above the water.

“That additional vertical height makes compensating for vessel motion so much more difficult,” Ben points out.

Offshore team lead engineer Matt Collett says the project went “very, very well”, adding: “We managed to

Striding aheadon schedule, safety

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meet all expectations, we managed to do it the first time this has been done in Australia, and we’ve ended up with no accidents or incidents.”

Construction manager Angelo Chiappini was seconded into the turnaround team as the Pluto Alpha Single Point of Accountability (SPA). He agrees collaboration was a key to its success.

“Many teams assisted in making this a success and we utilised all parts of the Compass to achieve this,” Angelo points out.

“Whenever you work with a first of its kind it brings a lot of challenges to it and also a great satisfaction when you deliver.”

He was seconded to lead the offshore project in January, and he notes how tight the schedules were.

Though the Safeway Gangway was made in the Netherlands, it had to transported to Singapore to be installed on to the MMA Pinnacle (which was previously in Malaysia).

In the end, Angelo points out, the MMA Pinnacle arrived at the PLA engineered and assured for use on the day prior to the turnaround.

And while, initially, there were more than 40 days’ worth of scopes to be completed in only 27 days, the extra workers enabled by the W2W vessel meant the offshore component of the turnaround finished on schedule.

“The work was executed safely, enabling the PLA turnaround to be a success,” says Angelo.

Women, it is said, hold up half the world but there are times when they hold up more than half of Pluto Alpha (PLA) offshore platform.

At the end of May, when there were 11 people on the platform, six were women.

Operations team leader Dave Doyle once had a discussion with chief operations

Platform parityofficer Meg O’Neill about getting more women working at Woodside, and he alerted her to the milestone.

For the record, the women comprised an environmental engineer, an operations technician, an Inlec technician, two chefs and an inspector with the National Offshore Petroleum Safety and Environmental Management Authority (NOPSEMA).

In an increasingly competitive global LNG market, keeping unit cost of production low is imperative to our sustained success as a company. 

“Logistics has a key role to play in pursuing these opportunities for value creation, rather than just avoiding value erosion as was historically the case for support functions,” Ben points out.

“We asked: does it unlock value for us? Does it work for our organisation? And

the answer was a resounding yes.”

Ben says the next stage is to take lessons learned and roll them in to future scopes where W2W can add value, starting with the turnaround at North Rankin Complex in September.

“Already the conversations have started for our offshore turnaround in 2020 and beyond, and we think there is some real capability to unlock value there,” he says.

Pinnacle of achievement: Opposite page and above, the walk to work gangway on board the MMA Pinnacle to and from the Pluto Alpha (PLA) platform. Below, women were in the majority on PLA in May.

8 trunkline | Q2 2019

Changing temperatures are commonplace in the oil and gas industry, and sometimes these changes bring challenges.

Woodside experienced two such challenges at Karratha Gas Plant (KGP) during Q2 and both were overcome thanks to a combination of tried and tested procedures, innovation and collaboration between teams to ensure safety while endeavouring to minimise impact on production.

The first occurred in April at Train 1 when an inspector noticed a loss of containment from a heat exchanger.

The operator was immediately notified and a full muster of KGP personnel was called.

After the gas was depressurised to ensure safety, principal mechanical engineer Eric Smith conducted the initial assessment and the cause of the loss of containment became apparent – one of

the heat exchanger’s many tubes had suffered through-wall corrosion.

“Fin fan heat exchangers use ambient air to cool the process gas, in this case from the regeneration circuit,” Eric explains.

“This line is subject to cyclic temperatures and at the cool part of the cycle, below dew point, condensation forms on the tubes.

“As the cycle progresses and the temperature warms, the condensation evaporates.”

The result might be corrosion and the heat exchanger tubes are regularly inspected for such eventualities.

“Our repair technique involved selectively plugging the most severely degraded tubes in order to maintain pressure integrity until the next maintenance window,” says Eric.

“The plugging campaign which resulted

in the installation of some 214 tapered plugs across Train 1, and the equivalent exchangers in LNG Train2 and Train 3, was entirely effective with no rework.”

The next month, a loss of containment was discovered in KGP’s Train 5 in the hot water system.

The leak occurred at the mixing point where hot water, heated by the waste heat from gas turbine exhaust (@~180°C), mixes with cooler water (@~140°C) to satisfy the demands of various users via a distribution system.

Graduate mechanical engineer Dong Hoon Ha says the cause occurs where hot and cold fluid streams meet.

“It causes rapid random temperature fluctuations in the pipe’s material which manifests as fatigue cracks at high stress locations, such as welds,” he says.

A number of repair management strategies were evaluated with the objective to ensure safety and provide sufficient remnant life to align permanent repairs with the planned turnaround, thereby minimising short term production impact.

“Engineering and Maintenance worked out a solution that could be implemented online – a mechanical pressure-retaining clamp,” says Dong Hoon.

The leak was arrested in two shifts without any production outage and with production savings (in comparison to the other repair options).

Keeping trains

Repair work: Karratha Gas Plant (KGP) mechanical and inspection engineering team members display the repaired fin fan tube; below, Engineering and Maintenance collaborated to solve an issue with the hot water system in Train 5.

on track

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Another step in the Greater Enfield Project (GEP) journey has been taken with substantial savings and significant reductions in health and safety risks.

Collaboration between Subsea, Drilling and Completions (D&C) and Production enabled the fast tracking of the installation of the project’s subsea infrastructure – 12 horizontal Christmas trees and 12 flowbases – and 28 days shaved off the rig schedule.

“Different parts of the business working together will always deliver a better outcome,” says general manager Subsea and Pipelines (SS&PL) Lewis Kemp.

“It’s not always easy but the GEP Christmas tree installation is an example where it has worked well and I am proud SS&PL was a part of it.”

The GEP will develop the Laverda Canyon, Norton over Laverda and Cimatti oil accumulations. It is targeting first oil mid-2019.

The subsea trees and flowbases help send the oil through the 31 km tieback to the Ngujima-Yin (NY) floating, production, storage and offloading (FPSO) facility, located over the Vincent oil field.

Ngujima-Yin recently underwent major modifications in Singapore, in part to accommodate the new production (see page 10).

The GEP horizontal subsea tree design was another modification.

Vertical tree designs require a light well intervention vessel (LWI) to complete construction of the well, whereas horizontal trees only require a vessel with a suitably rated crane and no well intervention capability.

Another win was the pleasing reduction in exposures to health and safety risks, which subsea wells group engineer Malcolm Mcleod says was one of the project’s key strategy pillars.

In fact, the teams managed to reduce the number of 50 tonne offshore dynamic lifts by around 50.

Malcolm explains the original plan was to install the structures from a moored drill rig.

However, D&C executed a change in the rig type to a dynamically positioned (DP) semi-submersible rig, without the need for mooring.

“Using the traditional rig to install subsea trees costs up to $1 million a day, whereas now it would cost around $1 million a week,” he says.

The change allowed for larger schedule flexibility as well as lowered HSE risk.

Not all changes resulted in simplification.

Any request for the DP rig to move at short notice demands collaboration of teams to optimise schedules.

“With traditional contracting methods for stand-alone construction vessels, there would be a large amount of rig movements in the field, which would require a lot of forward planning,” says rig stream lead Craig Petersen.

“The risk was that the rig schedule might change, which could cause delays with

flow on-effects. This triggered us to do something different.”

Co-operating with the subsea production team to share its inspection, maintenance and repair (IMR) vessel was key.

“The accelerated plans and efforts by all working groups ensured the IMR vessel was ready on time and removed the need to negotiate numerous contacts with vendors,” says drilling superintendent Bob Brewin.

“It also reduced the time spent on the rig, lowering costs and reducing our health and safety exposure risks.”

Installation of the Christmas trees and flow bases started in March 2018, finished in March 2019 and was spread across five campaigns, with no impact to the rig schedule.

Lewis says: “I’d like to thank all the teams and functions involved in this example of cross-functional collaboration.”

Christmas comes early

Collective effort: Top, Craig Petersen, Malcolm Mcleod, Bob Brewin and Mark Jones reflect on their cross functional collaborative efforts. Below, Jacques Maree (second from left) is proud to be a part of the success with our OneSubsea contactors, as are his Woodside colleagues Malcolm Mcleod (left) and Richard Gough (second from right).

on track

10 trunkline | Q2 2019

Almost 12 months of work came to a successful conclusion in April when the Ngujima-Yin floating production storage and offloading (FPSO) facility sailed out of Keppel Tuas shipyard in Singapore.

The $US1.9 billion ($2.7 billion) Greater Enfield Project (GEP) was entering its next stage.

GEP will develop three oil accumulations and is targeting first oil in mid-2019.

To realise these ambitions, the Ngujima-Yin had to undergo a major refit at Keppel, and the work in the shipyard constituted a mammoth operation by any standards.

At its peak, the almost 100-strong Woodside team, including members from Projects, Engineering, Operations, Maintenance and Austen Maritime, were joined daily by some 1700 Keppel workers, and in total they delivered more than five million work hours without a single recordable incident.

All this was preceded by nearly three years of engineering and procurement at Aibel in Singapore.

With the marathon refurbishment and fit-out completed, Ngujima-Yin headed back home to the Vincent oil field, near Exmouth off the North West Cape of Western Australia.

Its arrival in early May marked the start of a new level of activity in the area.

Woodside has been producing from the Vincent field for the past 11 years, but production was suspended last May when the FPSO disconnected from the field and sailed to Singapore for modifications.

Significant new equipment installed on the Ngujima-Yin at Keppel includes a 1400 tonne customised water flood module to drive the oil reservoirs; and a crane with a 55m boom to ensure the FPSO can reach our new LNG-powered supply vessel, the Siem Thiima.

Hand in hand with the project modifications, the team also carried out extensive repairs and recoating of steel and piping on the decks and within the hull, and replaced the marine switchboard at the heart of the vessel.

While this was underway in Singapore, in Australia wells were being drilled and the necessary subsea equipment installed for the GEP.

The subsea and pipelines team, collaborating with TechnipFMC, OneSubsea, Fugro and DOF Subsea, and the Drilling and Completions (D&C) team working with Ensco and other business partners, safely completed 15 months of offshore construction works with six different installation and dive

support vessels and the DPS01 drill rig.

“Across the project, we worked side by side with contractors with a ‘One Team’ philosophy,” explains Tony Ryan, facilities delivery manager.

This ensured a strong health, safety, environment and quality culture was developed and embedded. Everyone looked after each other and lived the mantra: “Today’s quality is tomorrow’s safety”.

“It’s a culture which navigated through times of intense pressure, scope and schedule challenges,” says Tony.

“A key success factor was extensive collaborative pre-planning, based on trusting relationships built early.

“Collaboration across the project has enabled the teams to rise to some enormous challenges along the way,” says Ian Widdicombe, vice president Projects Greater Enfield.

“For instance, the subsea team met the challenge of replacing the new Greater Enfield production riser which was damaged during installation late last year.

“The replacement was designed, manufactured and installed within only a few months — a process that usually takes up to 18 months.”

New look Ngujima-Yin

sails home

Job well done: Clockwise from above, teams working on the Ngujima-Yin in Singapore came together for the ‘sailaway’ ceremony; ready to return home; on deck the refurbished facility; Ngujima-Yin back on station, with the DPS-1 drill rig at its stern.

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It wasn’t the only example of successful acceleration.

The D&C and Reservoir Management teams are well ahead of the target to have eight of the 12 Greater Enfield Project wells completed for initial start up. To date, they have successfully geosteered 10 of these complex wells to completion.

Gerard Ransom, FPSO asset manager, is pleased to have Ngujima-Yin safely back in location, being prepared for the recommencement of production from the Vincent oil field in a few weeks time.

Gerard says: “You can’t deliver a big project like Greater Enfield without all the different parts of the business working together, and the way that the project and asset teams have achieved this has been for me the most pleasing aspect of the project.

“A large number of the asset team were in key project roles during the shipyard scope. This has continued throughout the offshore commissioning and start up phase with asset and project teams working side-by-side, both on Ngujima-Yin and in the office.”

The project remains on schedule and budget, and at the end of May was 91% complete.

Fast Facts• 5,000,000+ work hours in Keppel

shipyard without a recordable injury

• 1500 tonnes of steel replacement

• 200 tonnes of paint used

• 100 km of cables pulled

• 10,000 hours of maintenance conducted

Collaboration has been the mantra for the Greater Enfield Project.

“It all started nearly four years ago in front end engineering design,” reveals Tony Ryan.

The teams work-shopped and set up charters to agree how everybody would behave – both at an overall project management level and within each activity centre.

“We worked with our contractors to baseline everyone’s strengths and weaknesses to agree responsibilities, allowing the contractors to take on as large a scope as appropriate,” Tony continues.

Working as One“We regularly checked how each centre was working, and tuned the team work where required to make sure the right party was covering it.”

Each contract worked, primarily due to the strength of relationships and trust that was established early on.

Says Jamie Patten, FPSO delivery manager: “At Keppel shipyard we had a One Team chant.

“It was derived from the indigenous Thalanjyi meaning of Ngujima-Yin — ‘to dream’ – and it really sums up the whole project: Greater dreams, greater connections and greater results.”

12 trunkline | Q2 2019

A gap exists in the levels of safety awareness and application of safety processes between Woodside’s office and site-based personnel.

That was the finding of a recent DuPont safety culture survey.

Conducted throughout the business, the survey last year revealed the level of safety awareness and application was higher across operational sites than in our offices.

And it was a finding that needed to be addressed.

Debbie Morrow, vice president Health, Safety Environment and Quality (HSEQ), notes the drivers for health and safety awareness and adherence to safe working practices are persistent and compelling across Woodside’s gas plants and offshore facilities, and throughout our operations and logistics.

“But that doesn’t mean our office-based staff aren’t exposed to risks every day as we see office-related injuries and illnesses in our business,” Debbie points out.

“Regardless of where you work, everyone needs to understand the health and safety risks they are exposed to, and understand how the work they do influences our

health and safety performance.”

Woodside’s safety culture is integral to the Compass value of working sustainably and is often described as “the way we do things around here”.

“Our safety culture is never ‘done’; it requires daily consistent practice and reinforcement,” she adds.

Karine Evesque, Woodside’s safety manager, agrees.

“Safety culture is about extending our safety behaviours both at work and at home, and influencing our people to not adopt lower safety standards when they finish work for the day,” Karine says.

She continues: “The greatest satisfaction is when we hear our office people tell us how they acknowledge working for Woodside prompts them to make better decisions at home, keeping themselves and their loved ones safe.”

With the DuPont safety culture survey results in mind, a strategy was devised to embed a stronger safety culture within the business.

With ExCom endorsement, the Woodside Workplace, Wellness and Wellbeing (4W) global network, chaired by Debbie, was formed.

This network brings together passionate people from across Woodside offices – including our international offices.

All volunteers, they are committed to elevating awareness and driving a sustained change in behaviour across the business.

Theo Anderson, general manager health and wellbeing, explains the role of these Global 4W Network volunteers.

“It’s not only to help make the health and safety and environment messages personal and relatable for their team, for those at home and beyond; it’s also to provide feedback on HSEQ’s office-based initiatives and our communication effectiveness,” Theo says.

To date, more than 100 Woodsiders have stepped up to the plate and volunteered to become Global 4W Network members.

Debbie says the strong response is testament to our already strong HSE foundations.

“Building on these foundations, we have passionate and dedicated staff willing to put in the extra effort as we strive to further improve our safety culture – and enjoy a ‘Perfect HSE Day’ every day,” she says.

Bridging a safety gap

On message: Global 4W Network members Warrick Kent, Dani Saraceni, Andy Cox and (sitting) Karine Evesque and Kristy Hodges.

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Woodside was awarded the Environment Company Excellence Award at this year’s Australian Petroleum Production and Exploration Association (APPEA) awards, held in Brisbane in May.

Chief operations officer Meg O’Neill accepted the award on behalf of the company.

Meg was joined on stage by Debbie Morrow, vice president Health Safety Environment and Quality (HSEQ), and Jarrod Pittson, general manager environment.

The Environment Company Excellence Award is given to those who have demonstrated a sustained company-wide focus on environmental partnerships and performance.

“A strong environmental performance is

essential to our success and continued growth,” says Debbie.

“Our strategy and business plan are set to achieve the company HSEQ aspiration and objectives of delivering leading performance in the way Woodside protects our people, our communities and the environment.”

Woodside’s submission for the award covered four main areas of focus.

“The environmental culture and leadership element of the submission includes categories such as support to staff, demonstrating a company-wide focus on environmental performance and demonstrating a positive environmental culture,” explains Jarrod.

“The new Perth headquarters project was one of the examples we outlined,

as it was the only project in Perth to have achieved a 6-star Green Star Office Design V3 rating.” Risk monitoring, evaluation and management was also included in the submission criteria.

“Our risk management process focuses attention on recognising and managing those risks which have the highest potential to materially impact Woodside’s business objectives and protection of people, assets and the environment,” he says.

However, it’s not just about the information Woodside puts into an award submission.

“The expansion of the health and safety representatives to include health, safety and environment was a small internal change with a big impact,” says Jarrod.

“We also met our energy efficient target, to reduce carbon emissions.

“Both of these examples rely on engaging the front line to deliver better environmental outcomes.” Woodside was also a finalist in the Safety Project Excellence Award, Environmental Project Excellence Award and the Safety Company Excellence Award.

Debbie says: “I congratulate all who have contributed to this award, as well as all award winners and nominees for their commitment to environmental and safety standards.

“Woodside will continue to hold health, safety, environment and quality as key priorities.”

Woodside has been awarded recognition as a Silver Employer in the 2019 Australian Workplace Equality Index (AWEI), acknowledged as the definitive national benchmark for LGBTI inclusion.

Only two companies in the resources sector achieved Silver Employer status, and based on the benchmarking data, it makes Woodside officially Australia’s most LGBTI-inclusive resources company.

The survey takes into account the provision of training, policies, network

Winning environment

Silver liningactivities and a range of other measures of LGBTI inclusiveness.

Spectrum, the Woodside network for LGBTI identifing employees and allies, was pleased with the recognition and is striving for more.

“While we are immensely proud of what we have achieved, this is not the end goal for us,” the Spectrum committee stated.

“Our goal is to be amongst the most inclusive workplaces in Australia, regardless of industry.”

All smiles; Jarrod Pittson, Meg O’Neill and Debbie Morrow proudly display the Environment Company Excellence Award at APPEA in May.

14 trunkline | Q2 2019

Woodside executives and managers visited the EZONE Student Hub at the University of Western Australia (UWA) in Perth in June, and declared they were excited by the development of the world-class learning facility.

The company announced in 2014 it would invest $10 million over five years in EZONE Student Hub as a foundation partner. EZONE Student Hub is expected to open in March 2020.

Designed for students of the Faculty of Engineering and Mathematical Sciences, it is set to change the way in which they will research, learn and engage with industry and the wider community.

It aims to deliver an innovative and collaborative learning space with unrivalled science, technology, engineering and mathematical (STEM) capability.

And it will focus on combining talent, technology and equipment, equipping the next generation of leading engineers, computer scientists and mathematicians with the tools they

need, and developing networks with industry.

UWA graduates constitute a sizeable proportion of Woodside’s total graduate intake.

Indeed, executive vice president and chief technology officer Shaun Gregory, who announced the company’s grant to the facility more than five years ago, is himself a former student of the faculty.

“At Woodside, we think the Student Hub is a fantastic concept,” Shaun said last year at a ceremony to mark the beginning of EZONE’s construction.

“We love the idea of a network of teaching and research spaces aimed at encouraging systems-thinking across all faculty disciplines.” He described it as a “once-in-a-century opportunity” to revolutionise and revitalise STEM education and research in WA.

John Dell, executive dean of the Faculty of Engineering and Mathematical Sciences, was one of the UWA representatives at the visit.

Professor Dell predicted EZONE would build an innovative and collaborative culture based on a STEM capability like no other in the country.

“Our vision wouldn’t be possible without partners like Woodside Energy, who are just as committed to nurturing and inspiring the workforce of the future,” he said.

Jason Crusan, our new vice president Technology, said: “We are excited to leverage the strength the EZONE Student Hub will provide for solving some of the most pressing challenges for Woodside and the industry as a whole.”

One such initiative sure to be leveraged through EZONE is collaboration between Woodside and UWA on FutureLab, which includes RiverLab and the FutureLab OceanWorks.

RiverLab is an exciting project aimed at developing innovations in offshore engineering, while OceanWorks focuses on bringing together industry and academe to promote innovations around ocean engineering.

Another way the company has partnered with UWA has been through secondments, where Woodsiders have been able to apply their industry knowledge to an external project.

Brian Haggerty, who was seconded to UWA to oversee the design phase of EZONE, is one.

Brian, vice president innovation capability, has a direct role supporting EZONE’s activation.

“It was a great privilege for me to work on the design of the EZONE Student Hub whilst on secondment to UWA,” he says.

“The industry engagement element of the Student Hub will benefit students, researchers and industry”.

The Woodside-UWA partnership dates back to the 1970s.

The company has contributed scholarships, sponsorships and work experience, focusing mostly on geoscience, engineering and leadership – all crucial to producing the talent needed to realise opportunities and solve challenges facing the oil and gas industry.

In the EZONE

Construction zone: Woodside managers inspect progress on the EZONE at the University of WA.

15

It’s a far cry from the bustling streets of Myanmar’s capital city, Yangon, but Phyu Phyu Win Oo is enjoying the change in pace that Western Australia’s capital, Perth, offers.

Phyu Phyu, corporate affairs adviser in Global Exploration, arrived in Perth earlier this year on a two-year secondment.

“Our country manager, Michelle Grady,

Woodside’s Myanmar office was established in the country’s capital, Yangon, in 2014 and in only a few years has developed a team culture and working environment based on Compass values.

“It’s a two-way street,” explains country manager Michelle Grady.

“We’ve built a strong team culture through hiring talent, respecting local culture and embracing traditions; in return, we offer opportunities for the team to develop new skills and networks within Woodside.”

The office employs six Myanmar nationals, and two Woodsiders on transfer, and Myanmar finance manager Peter Nye is one of the latter.

“Every day is exciting and I feel it is a great honour and privilege to be living in Yangon,” Peter says.

Officer manager Shwe Yi Win Oo enjoys

Compass guides two-way streetthe diverse and inclusive culture the office promotes, while Contracting and Procurement adviser Wai Mon cites the company’s support for a work-life balance and learning opportunities as something she greatly appreciates.

“It makes me feel special being part

wants me to develop a corporate affairs plan and I’ve been learning about that at Mia Yellagonga, as well as DRIMS, the disclosure review process, preparing position papers, and improving my written English,” she explains.

She says she’s enjoying Perth’s relaxed lifestyle, clean environment and relatively benign traffic – and the chance to interact with the many Woodsiders who call Mia Yellagonga home.

“It was quite overwhelming when I first arrived,” she says.

“Mia Yellagonga is an amazing campus but very different to our Yangon office which only has a small team.”

Phyu Phyu has moved with husband, Derek (a FIFO worker for an oil company) and their two daughters while their son is studying at university in Scotland.

She joined Woodside in 2015 as operations co-ordinator after stints with other oil and gas companies in Yangon from 1998.

“I assisted the country manager and drilling teams with approvals, dealing with the joint venture and acting as a focal point for Perth-based Global Exploration and Drilling and Completions teams, providing logistical support and regulatory advice,” she says.

Then she switched to government affairs, public consultations and stakeholder engagement and with three drilling campaigns in three years, it’s been a busy time.

Woodside’s blocks in Myanmar are offshore and Phyu Phyu has travelled to coastal areas to consult with communities and explain to them our operations, the potential impacts and how we will mitigate those impacts.

Senior Corporate Affairs adviser Stephen Munday has been her mentor in Perth.

“Her time in Perth will provide opportunities to broaden her understanding of Woodside’s business and processes,” Stephen says, adding he had learnt a lot about Myanmar's culture and history from Phyu Phyu.

of Woodside’s positive impact on Myanmar’s energy sector in the country where I live and work,” she adds.

Senior accountant Nant Sandy agrees, saying Woodside's activities will contribute to the development of Myanmar’s energy sector.

Changing places

Home and away: Top, Phyu Phyu Win Oo is enjoying learning new procedures at Mia Yellagonga; below, Woodside’s eight-member Yangon office out and about in Myanmar’s capital.

16 trunkline | Q2 2019

A 10-strong delegation from Timor GAP, Timor-Leste’s national oil company, visited Mia Yellagonga in May for two days of onboarding discussions with the Greater Sunrise Joint Venture (JV). The visit came a month after Timor GAP completed the purchase of ConocoPhillips’ and Shell’s shares in the Greater Sunrise gas and condensate fields.

Discussions were productive and demonstrated the Joint Venture is aligned and willing to collaborate.

Over the two days, teams of senior engineers and commercial analysts openly exchanged their views on technical studies and economic models previously commissioned by the Sunrise JV and by Timor GAP.

Participants agreed that in this new phase of the development, bridging understandings of past studies would help build the foundations of a successful joint venture.

The new JV also commenced discussions on the new Sunrise Production Sharing Contract, which is currently being negotiated between the governments of Australia and Timor-Leste, and which will be critical in defining the fiscal and regulatory basis for the development.

Following a traditional welcome to country by Indigenous elder Richard Walley OAM, the Timor GAP delegation was greeted by executive vice president Development Robert Edwardes.

Robert spoke fondly of the relationships he had built in Dili with Timorese officials, local Woodside staff and social investment partners since being given responsibility for Sunrise shortly after he joined Woodside in 2012.

He said that while the resource was yet to be developed, he was hopeful this would now change and he looked forward to working together with Timor GAP.

“For the first time, all stakeholders have a common view as to how (Sunrise) should be developed,” Robert said.

Francisco da Costa Monteiro, Timor GAP’s president and chief executive officer, said he agreed the JV partners were aligned, adding: “The challenge now is how to work hand in hand to make it happen.”

Collaboration, he added, would be needed.

Osaka Gas, the third member of the consortium was represented at the welcome event by managing director Masaaki Kishimoto and other senior representatives from the company.

Sunrise business manager Tricia Desplace said the visit was a great opportunity for the teams to get to know one another, share information and discuss new ideas.

It was great to have everyone in the same room focused on unlocking the value of Sunrise, she added. Following the meetings, Robert noted: “We were delighted to host Timor GAP at Mia Yellagonga.

“Together with Osaka Gas, this was our first meeting as a new Joint Venture and it marks the beginning of a new and exciting phase for Sunrise.

“Our ongoing partnership with Timor-Leste has been strengthened with Timor GAP joining the upstream joint venture.”

Greater Sunrise is located approximately 450 km north-west of Darwin and 150 km south of Timor-Leste.

The fields were discovered in 1974 and hold gross (100%) contingent resources (2C) of 5.13 Tcf of dry gas and 225.9 million barrels of condensate.

In 2018, Australia and Timor-Leste signed a new treaty to establish permanent maritime boundaries in the Timor Sea – a move which is hoped will provide a pathway to the development of the Sunrise resource.

Bemvindu(Welcome) Timor GAP

Welcome aboard: Timor GAP, the new participant in the Sunrise joint venture, was welcomed to Mia Yellagonga in May for talks with representatives of Woodside and Osaka Gas.

17

Woodside has taken the lead in a ground-breaking procurement initiative, launching a pilot for a new method of contracting for goods and services in Senegal.

The company has launched the first tender opportunity through a pioneering procurement portal called African Partner Pool (APP).

APP is operated by Invest in Africa (IIA) a not for profit organisation, which helps small and medium African enterprises gain access and opportunities to tender and engage in the oil and gas industry.

Supporting IIA’s establishment in Senegal was an opportunity for Woodside to enhance local content opportunities for the SNE Field Development, which is positioned to be the Senegal’s first offshore oil development. Woodside has a 35% share in the development, which is targeting first oil in 2022 and final investment decision later this year.

The APP connects project owners with suppliers which have been pre-registered and are supported by IIA to be in a position to tender for opportunities. The portal was first used in Ghana and Kenya.

SNE local content is an all of project approach with involvement from Corporate Affairs, Contracting and Procurement (C&P) and Technology.

Senior C&P manager Simon Stanton explains that creating local content is consistent with our Compass values, and the IIA initiative was funded by Woodside as a social investment initiative.

“Working with IIA and engaging with local vendors through the APP gives us an opportunity to reach out to the Senegalese supply chain and show genuine commitment to engage the local market,” Simon points out.

“IIA will work with us to make the supply of goods and services to projects such as SNE more accessible for local Senegalese suppliers.”

Graduate C&P advisers James Nicholson and Meg Isabella Hewett are two Woodsiders involved with the launch of

the portal, and Simon says this initiative has ignited their enthusiasm.

“I’m excited about this tool myself but when you have someone just starting out in their career and ask them to run a tender in West Africa for one of our growth projects, using a business to business tool in conjunction with a not-for-profit organisation, they can’t wait to get involved,” Simon says.

Says James: “It has been thoroughly rewarding to work on a project that will provide tangible local content opportunities to Senegalese businesses, moving rapidly from idea to action.”

The Senegalese Government recently decreed that procuring goods and services for the oil and gas industry must be conducted through an

Supporting

Senegalese suppliers

Africa calling: Contracting and Procurement (C&P) graduate advisers Simon Rosser, Meg Isabella Hewett and James Nicholson have been working with senior C&P manager Simon Stanton on a new portal to help Senegal companies connect with Woodside.

electronic platform, so being the first mover in the IIA portal has provided an advantage.

“To see IIA roll out its programme and work with Woodside to get local companies on board to help bring a new industry into the local economy is very pleasing to the Senegalese Government and the private,” says Senegal country representative Cheikh Gueye.

As the SNE Development progresses , the opportunities for local businesses to be engaged by Woodside and other contractors will grow, and IIA will also help address challenges faced.

With more contracts being rolled out by Woodside in anticipation of final investment decision in 2019, the teams in Perth and Dakar are working with IIA to maximise local content on SNE.

18 trunkline | Q2 2019

Contrary to popular opinion, not all lawyers spend their time arguing in courts or crawling over contracts.

Leo Gallop spends a lot of time listening and learning from Woodsiders and our partners as he helps them work out the best way forward.

“I spend a large part of my week working with our joint venture partners to develop the commercial arrangements to advance the extension of the North West Shelf (NWS) Project,” Leo reveals.

He studied law and arts at the University of Western Australia before joining the national law firm Freehills, where he acted on public and private sector infrastructure projects.

He joined Woodside in 2011 and works in the Legal function at Mia Yellagonga, where he is currently responsible for the company’s Production and Exploration lawyers.

“It’s a pretty exciting time to be working at Woodside for someone interested in major project development,” he says.

“Our Burrup Hub projects are game changers for the company, our partners and the community. It’s rewarding to see the progress being made as each milestone is passed.”

Outside work, Leo enjoys running.

“In April, I ran the London Marathon,” he discloses. “I got the marathon done but the race record was safe.

“As an act of redemption, I’ve signed up for the City to Surf marathon in August so I’m now officially back in training.”

Here is a typical day in Leo’s working life.

5.30am: My day starts early with a run around Lake Monger before the sun rises. I find running in the morning both therapeutic and good training for my distance races. I started running marathons with a group of mates a few years back as a way to share a challenge and enjoy some travel together.

7am: The run gives me good focus for the day and it’s needed because it’s followed by the task of packing daughter Matilda’s lunch for school

before I take off for work. This is one of the most important jobs I’ll do today and I need to get it right. My stress levels peak as I receive all sorts of commentary and advice from Matilda about what goes in and how it is to be presented. This is not surprising from the daughter of two lawyers. My wife Jane and I split school drop-off duties. I’m able to take advantage of our flexible work arrangements to start half of my days after school drop-off and finish work a bit later. I enjoy being involved in the school community. Matilda tells her friends I write the documents that help keep the lights on. They seem impressed.

9am: First stop is the Brikmakers building, directly across from Mia Yellagonga on Mount Street, Perth. This is the office of the North West Shelf (NWS) extension team which comprises Woodsiders and members of the NWS Joint Venture responsible for advancing the NWS Extension Project. It was established some three years ago now. We’re developing and facilitating the negotiation of the project agreements that will underpin the NWS Project’s future third party gas tolling business, and I provide legal support.

A day in the life of a ...

legal counsel

19

The team is roughly 25 strong and each member brings different experiences and perspectives to the issues, helping the Project move its life extension plans forward.

11am: I’m called on to deliver a legal training session to the production forecasting team. It’s rewarding to interact with other functions and teams and get their perspectives of the business. Legal and Secretariat rolls out annual training across the organisation to ensure our staff receive refreshers on key legal areas such as continuous disclosure, securities dealing and anti-bribery and corruption. We also ensure the organisation is kept up to date and receives practical advice and guidance on new legal developments that may impact our activities.

1:30pm: After lunch, I catch up with my colleagues in Legal who are working on our Burrup Hub projects. Our function is supporting all aspects of these projects, including the negotiation of joint venture and third party commercial agreements, obtaining environmental and other regulatory approvals, supporting the contract and procurement activities and marketing the resources that will be developed. We hold regular catch ups to ensure we remain connected, are aware of issues that may impact beyond individual work-streams and are planning the work that is coming.

3:30pm: I try to keep some time open during the day to walk the floors in Mia Yellagonga to find out what’s going on and check in with parts of the business

I’m working with. The new campus definitely opens up more opportunities for direct communication. I get a lot out of this part of the day as you can definitely move the ball further forward through conversations and connecting people up to make decisions better than you can do via email chains. The only issue is I usually end up with a whole lot of extra work to do once my laps of the staircase are complete.

5pm: I walk to Northbridge where the Centre for Stories is located. The Centre is a literary arts and culture organisation which creates a space for storytelling as a means to encourage inclusion and improve understanding of the diversity

of our communities. Today is a board meeting and I sit on its board, helping with the governance supporting the Centre’s growing activities in Perth and beyond. It’s a great opportunity to offer to a not-for-profit organisation some of the skills learnt in the business environment.

6.30pm: Off home after another day filled with a broad variety of rewarding work, working with a multi-disciplinary team of experts within Woodside and our partners, on projects that really matter. Once home, I’m pretty quickly thinking about bed. I’ve got another early start tomorrow. The marathon won’t run itself.

legal counsel

Counsel assisting: From left, opposite page, senior legal counsel Leo Gallop consults with members of the North West Shelf extension team; with Caroline Wood, chief executive officer of the Centre for Stories, on whose board Leo sits; catching up with members of the Legal function at Karlak; and competing in the London Marathon.

20 trunkline | Q2 2019

“Value, not volume.”

That’s the mantra driving our Exploration team today.

With much of the business (and funding) focused squarely on the Burrup Hub vision, Exploration has re-evaluated its place in the company and its role in Woodside’s strategy.

And the team has seized the opportunity to do things differently.

Vice president Global Exploration Craig Goulder is confident they’re adapting to the new environment in a way that will prove beneficial and productive.

“Exploration is somewhat under the radar at present because of the company’s focus on our Horizon I and Horizon II goals,” Craig notes.

“Global Exploration is very much Horizon III focused. We aim to find the next projects.”

Doing things differently has been driven by a range of factors, including economic.

“Where the major oil and gas companies typically play is expensive and high risk,” he explains.

“But we can find excellent investments

with lower risk. It doesn’t have to be big.”

He adds with a laugh: “I’m still ok with big – as long as it makes money.”

Exploration has developed a template which it drops over every opportunity to determine if it possesses three criteria: close to market, great fiscals, simple development.

Together, these measures build resilience against hydrocarbon price fluctuations.

Take our Myanmar prospects: they can directly access one of the biggest gas markets in the world in China, plus Thailand, and Myanmar itself; they can be exploited with a relatively straightforward development in average water depths with simple tiebacks; and if the fiscals align, they’ll generate good value for the company.

Building on discoveries reported in 2016, 2017, and 2018, exploration looks forward to providing new development opportunities for Woodside in the future.

Our permits in Gabon, on the other hand, failed the three-prong test.

We drilled two exploration wells and made oil discoveries, but with the water depths in both being deeper than

2600m the volumes were insufficient and they were deemed non-commercial.

Exploration’s strategy adaptations extend to the mindset of its members, too.

Though this is a period in the business cycle where Exploration is drilling fewer wells, the function is not letting its wealth of accumulated experience and knowledge wither.

Instead, Geoscience staff have seized opportunities to take cross-functional rotations and develop new skills.

“They’ve been embracing the chance to leave the safe ground of their core skill and go off and learn something new,” Craig enthuses.

“People are finding our geoscientists popping up everywhere.”

This mobility will make them not just resilient but able to thrive in whatever the future brings, he predicts, adding: “Should they choose to return to us when we ramp up again, with those additional skills . . . wow!

“As for the geoscientists still working in Exploration, they’ve embraced the new strategic direction with enthusiasm. Their financial discipline has been outstanding.”

All in all, value all round.

Exploring options

On the lookout: Global Exploration vice president Craig Goulder, third from left, and some of the team seeking new projects for Woodside.

21

Woodsiders across WA worked closely together and with external hazard management agencies in late March when category 4 Tropical Cyclone (TC) Veronica hit the State’s North West.

Good planning, communication and collaboration (plus good fortune) meant damage from wild winds was kept to a minimum.

Preparedness efforts were originally coordinated by the Cyclone Watch Group (Offshore) and Cyclone Coordination Group (Onshore), with formal activations of the incident control centres in Perth and Karratha occurring soon after.

At Mia Yellagonga in Perth, the Corporate Incident Coordination Centre (CICC) became “home” to scores of people over 23 – 24 March.

And when the City of Karratha moved to a “Community red alert”, the CICC took over responsibility from the Karratha Incident Control Centre (KICC) for Karratha for more than 48 hours.

Dave Howell, manager Security and Emergency Management (S&EM) Burrup, says he was in constant touch with the KICC, CICC and the State Emergency Service (SES), which has responsibility for the wider Karratha community.

Dave briefed WA Premier Mark McGowan during the recovery phase of the emergency.

“He appreciated Woodside’s offers of support to the local community and he was interested to understand the impacts of the cyclone on our people and infrastructure – and I was happy to report those impacts were minimal,” he says.

Dave says the collective preparedness and response capability demonstrated by our people was exceptional, which he attributes to good training and planning.

“You don’t rise to the occasion, you default to your level of training,” he explains.

“Emergency and crisis management capability is sustained via an ongoing commitment to training and exercising, and results in the effective delivery of a safe and competent response to the hazard faced on the day.”

Offshore, North Rankin, Goodwyn and Pluto platforms were all demobilised, with some Woodsiders in Karratha also being relocated from their accommodation as required.

With the cyclone nearing our NWS offshore assets, the decision was taken to keep Goodwyn Train 100 and Angel in production, but switch to remote operation from Karratha Gas Plant (KGP).

It was the first time full remote operation had been attempted.

Eight offshore staff remained at KGP and controlled GWA and Angel from the KGP CCR during the red alert.

Emily Robinson, lead surveillance engineer for NWS Gas, was among a team of 20 or so engineers and operators giving 24-hour support at Mia Yellagonga.

“It was important to keep some production going to maintain domestic gas supplies, as well as maintaining LNG production if possible,” she says.

“Unfortunately, Angel tripped during the height of the cyclone; but we were able to keep Goodwyn Train 100 going and that made it easier for a full restart afterwards.”

Fortunately, though we prepared for the worst, the cyclone did not have anything like the feared effect.

Jon Greenaway, duty manager of the crisis management team during the response, says the learnings stand us in good stead for the future.

He says engagement with the community, in response to requests from government and Woodside playing its role on the Burrup, required planning to answer questions such as: what resources do we have that the government might want for community use? And what are the correct protocols to release them?

Reviews will identify improvements for even better preparedness for future cyclones, for one thing is sure: cyclones are a fact of life in the North West.

Weathering the storm

Cyclone watch: Mia Yellagonga’s Corporate Incident Coordination Centre, left, and Karratha Incident Control Centre, right, were part of the company’s comprehensive response to Tropical Cyclone Veronica.

22 trunkline | Q2 2019

Woodside has joined 13 other leading Australian organisations in supporting the Uluru Statement from the Heart.

The announcement came during National Reconciliation Week (27 May - 3 June).

The Uluru Statement, released in June 2017, provides a national Indigenous consensus position on Indigenous constitutional recognition and was developed following extensive consultations, including 13 nation-wide First Nations Dialogues and a First Nations Constitutional Convention, in May 2017.

The statement asks for two reforms including the establishment of a Makarrata Commission to oversee truth telling and agreement making, and a First Nations Voice that is enshrined in the Constitution.

Woodside joined companies including BHP, QANTAS, and PwC Australia as well as the National Rugby League, Richmond Football Club and Curtin and Swinburne universities, and others, in developing the response to the Uluru Statement.

The response supports the call for a

The Yirra Yaakin Theatre Company, which Woodside has supported for the past 25 years as its Development Partner, has appointed Eva Grace Mullaley as its new artistic director.

referendum to enable constitutional reform and encourages others to join in the national dialogue.

It concludes: “We call upon our people, industry colleagues and fellow Australians to join us in this important national dialogue.”

All participating organisations actively promote and support reconciliation and are among a small group of organisations that have an Elevate Reconciliation Action Plan (RAP).

Woodside chief executive officer (CEO) Peter Coleman said Elevate RAP partners hold a responsibility to show national leadership and were proud to give our collective voice of support to Indigenous communities by responding to the Uluru Statement from the Heart.

“The Uluru Statement is a unique opportunity for Australia to make a change,” he said.

“We need to walk together with courage towards a reconciled Australia.”

Karen Mundine, CEO of Reconciliation Australia (the organisation behind RAPs) welcomed the collective effort.

“Our research shows that an

“It’s great to come back to a community that I’m familiar with where I have friends and family and a company I’ve always taken pride in working with,” says Eva, an alumni of Yirra Yaakin Theatre Company’s Next Step training program.

Eva’s Next Step

Hearty support

overwhelming majority of Australians support the aspirations within the Uluru Statement from the Heart,” Karen said.

“A collective public statement from our Elevate RAP partners not only demonstrates their leadership and commitment to reconciliation, but also helps to build momentum towards genuine reconciliation.”

“There’s only two positions like this in the country, so I couldn’t not apply,” she adds with a laugh.

Eva, a Widi woman from the Yamatji nation, grew up in the South West and Midwest (Geraldton) areas of WA.

She studied remotely for a degree in Social Sciences/Indigenous Services, and is also a graduate of the Certificate IV of Aboriginal Performance at the WA Academy of Performing Arts (WAAPA) at Edith Cowan University.

Eva quickly decided she preferred working behind the scenes than on stage and in 2006 she was tour manager of an Indigenous dance troupe at folkloric festivals around Europe.

23

Opportunities for Indigenous businesses and participation in Woodside’s pathways to employment programs represented the standout areas of performance in our Reconciliation Action Plan (RAP) during 2018.

The 2018 RAP Report was released at the end of May by Mike Abbott, senior vice president Corporate and Legal, in Mia Yellagonga before an audience of more than 300 guests.

They included employees, joint venture partners, contractors and government representatives.

Report highlights include:

• A 70% increase in contracts awarded to Indigenous businesses since 2016

• Record participation of 56 Indigenous individuals in Woodside apprenticeship and trainee programs

• Sustained momentum in cultural awareness training with 21% of the Australian-based workforce participating in 2018, bringing the cumulative total to 49% participation since 2016, and

• More than 450 parents having attended education and support programs provided by Save the Children through a Woodside Development Fund-sponsored program since 2016.

Mike said the report allows us to reflect on our progress against the

commitments of respect, relationships, opportunities and national leadership as outlined in our 2016–2020 RAP.

“In the RAP, we outline our belief that by maturing our company culture, our relationships can deepen – which will create and realise opportunities,” he said.

“Our focus is on achieving outcomes, rather than simply tracking activities.

“This gives us the chance to reflect on what is working and what needs to be improved. It is encouraging that outcomes that may have seemed ambitious at the start of this RAP in 2016 are now being delivered.”

He added the company was already starting to think about the next iteration of RAP after 2020, and how we could continue to strengthen our commitment to Reconciliation.

Woodside has had a RAP since 2010 and will continue to implement its Elevate RAP until the end of 2020.

Its focus areas remain education, training and employment opportunities for Indigenous people and increased engagement and participation of Indigenous businesses.

Woodside is one of more than 1000 companies that are now part of the RAP program. In 2016 it became the first company from the oil and gas sector to achieve the “Elevate” rating – the highest of four levels – for our current RAP.

RAP progress

She has been mentoring and lecturing Aboriginal students at WAAPA for many years and returned to the Academy to commence an advanced diploma in stage management course.

And she has a long history of working with Yirra Yaakin.

In 2014, the year of Yirra Yaakin’s 21st birthday, she produced and directed Yirra Yaarnz for NAIDOC week at The Blue Room Theatre in Perth.

She was also the producer for the Company’s 21st event Ialaru: A Celebration, held in collaboration with Perth International Arts Festival and honouring all alumni artists and administrators who worked with the company.

Eva did all of this and more at Yirra Yaakin as a participant in the Next Step Program – a training initiative Woodside has long supported and which aims to help Indigenous artists and theatre workers better prepare for the professional theatre industry with a four-stage course.

Next Step has brought opportunities she would otherwise have struggled to have achieved, she reports.

“It helps people build their skills and development and also helps the company,” Eva explains.

“Thanks to Yirra Yaakin and Woodside I can now look forward to creating and producing new First Nations theatre works with confidence and skill.”

Next Step provides four entry points into Yirra Yaakin depending upon the trainees’ skill and experience. Stage 1 enables emerging artists to be engaged actors on the company’s youth and family plays or workshops, or attend writers’ workshops.

Stage 2 provides support to independent artists to produce their own plays, while in Stage 3 emerging artists are attached to Yirra Yaakin’s professional seasons or they’re given the chance to learn from an industry partner.

“In Stage 4 we mentor emerging artistic cultural leaders to become the next leaders of our company and the industry,” says Yirra Yaakin general manager Peter Kift.

Peter says the partnership with Woodside is incredibly valuable.

“The Next Step program is a major component through which we develop our artists and theatre workers,” he states.

Stage struck: Opposite page, top, Eva Grace Mullaley is delighted to be appointed Yirra Yaakin’s new artistic director; below, Woodside has joined other Australian organisations in supporting the Uluru Statement; above, the launch of our 2018 Reconciliation Action Plan Report was attended by more than 300 people.

24 trunkline | Q2 2019

It was the year of Indiana Jones and the Lost Crusade and the fall of the Berlin Wall.

1989 was also the year the North West Shelf (NWS) Project’s first LNG cargo left Dampier aboard the Northwest Sanderling for Tokyo Bay, Japan.

Though the world has changed massively these past 30 years, the relationship between the NWS Project and its Japanese customers has been characterised by a remarkable level of stability.

“The values of collaboration, trust and respect underpinned the long-term sales agreements signed by our companies more than three decades ago,” says Mark Abbotsford, vice president Marketing and Trading.

Chief operations officer Meg O’Neill agrees.

Speaking in Tokyo in May at an event to commemorate the 30-year milestone, Meg reflected that the relationship between the NWS Project and its customers in Japan had evolved into more than a series of commercial agreements.

“Our relationship has become a story of goodwill and friendship between Australia and Japan as a whole, and a great demonstration of how our two countries, their companies and their people can work together to promote mutual prosperity in our region,” Meg said.

“We can have great confidence that the relationships we have built – underpinned by the values of cooperation, trust and respect – will endure.”

Mark says the value of the relationships we have built with Japanese customers cannot be understated.

“Over the past 30 years, Woodside has transformed from a small but ambitious explorer to the largest Australian natural gas producer and a leading global supplier of LNG,” he notes.

“This never could have happened without the certainty provided by the long-term commitments of our foundation Japanese partners.”

The way the joint venture markets, trades and ships energy also has changed.

One difference is the transition from joint marketing to equity sales whereby new customers are supplied from Woodside’s portfolio of LNG supply sources, not jointly with the other five participants from the NWS Project.

“This transition reflects a maturity of both Woodside and the NWS Project and enables each of the NWS Project partners to be more responsive to both their own and their buyers’ needs,” Mark says.

One of the NWS Project’s key partners is JERA, the largest LNG buyer in the world.

Executive officer of JERA Hitoshi Nishizawa recounts the early days when the Project jointly marketed to a consortium of Japanese buyers — different to how the Project now deals with our Japanese customers on an individual basis.

“JERA and its parent shareholders, Tokyo Electric and Chubu Electric, were part of the original consortium of LNG customers of the Project,” he says.

Hitoshi says that over the past 30 years the NWS Project had demonstrated reliability, something greatly appreciated by customers such as JERA, adding: “In the future we look forward to our continuing partnership with Woodside.”

Though changes in the way business is conducted in global energy markets has opened the way for short-term decisions, Mark says the NWS and customers in Japan have taken a different track.

“We have consistently prioritised achieving sustainable, ‘win-win’ outcomes ahead of short-term advantage,” he points out, adding mutual commitment to the relationship has produced enduring value and stability for both sides.

Meg hopes the trading relationship between the project and its customers in Japan will only strengthen in the next stage of its development.

Stable relationships

built on trust

Celebration time: the 30th anniversary of LNG exports to Japan was marked by a ceremony, attended by Neil Theobald (Chevron), Masanori Kataoka (Kansai Electric), Richard Court (Australia’s Ambassador to Japan), Meg O’Neill and Sunao Nakamura (JERA).

To illustrate just how much the business has grown, the event also celebrated the 30th anniversary of our first LNG export (see opposite page).

“Anyone who worked for the company on or before 1989 will tell you what a game-changing moment that was,” Peter said.

“When that first cargo left the Karratha Gas Plant, bound for Japan, aboard the Northwest Sanderling, it was something special.”

Woodside has since delivered well over 5000 cargoes on its way to becoming Australia’s largest natural gas company.

25

Two pioneers of the West Australian LNG industry were honoured at our annual 20 Year Club event in May.

David Agostini and Warwick Pointon, both of whom played key roles in Woodside’s early days of operations, were inducted into the company’s Hall of Fame.

Dave’s association with the company stretches back to the 1970s.

He supervised the production tests for our early appraisal wells, oversaw the commissioning and start-up of the North Rankin A platform, spent the early ‘90s in charge of offshore and onshore gas production, become general manager (GM) of operations and later GM of North West Shelf interests.

Chief executive officer Peter Coleman described his contribution as extensive and impressive.

“Dave was with us before we started production and steered us through start-ups onshore and off,” Peter said. “He helped establish our reputation for safe and reliable operations.”

Warwick was the man who literally steered the ships for two very significant company milestones –our first cargo of condensate in 1984 and first cargo of LNG in 1989.

He joined Woodside as a marine pilot in 1982 and, despite suffering seas sickness and an allergy to saltwater, became the go-to person for all things shipping over the following 35 years.

“Warwick ensured North West Shelf shipping was at the forefront of maritime issues, while pioneering new port operations, playing a role in many innovations and managing some complex arrangements,” Peter said.

“He signed up with the company because he wanted to be part of shaping something important and he succeeded.”

The 20 Year Club draws its membership from many such stalwarts.

It acknowledges those who have given 20 or more years of continuous service to the company.

Formed in 2014 with just over 200 members, the club now has more than 460 members, including three who have worked for the company for more than 40 years.

This year, there were 24 new inductees and seven people reaching 30-year milestones.

“The club, like our company, is growing rapidly,” Peter said.

Dynamic duo

Pioneering spirit: Warwick Pointon and David Agostini share a congratulatory handshake after being inducted into Woodside's Hall of Fame. (Below) New 20 Year Club inductee Richard van Lent takes to the stage with son Arnout to talk about his experiences after two decades with the company.

26 trunkline | Q2 2019

Two members of the Woodside Young Professionals (WYP) network were selected to attend the world’s largest dedicated LNG conference in April as a broadening opportunity to learn about what it takes to sell LNG on the global stage.

Ben Williams, executive adviser Corporate and Legal, and Katie Shi, systems engineer Operations, joined a diverse Woodside delegation when they helped showcase Woodside’s growth strategy and capabilities at LNG2019 in Shanghai, China.

With a focus on the strategic, commercial and technical solutions taking place to create a sustainable energy future, the conference attracted more than 11,000 industry professionals from 80 countries and 250-plus companies.

Sally Knight, Corporate Affairs adviser, first pitched the idea of getting WYPs involved in this event.

Sally saw it as an opportunity for the candidates to hear and learn from industry peers and build knowledge within the organisation on return.Executive vice president Marketing Trading and Shipping Reinhardt Matisons agreed.

“Sending two young professionals from separate parts of the business to learn about how we market LNG to the world demonstrates Woodside’s commitment in building well-rounded business

leaders,” Reinhardt explains, adding that opportunities like this are the first of many.

It was Reinhardt and Jacky Connolly, vice president People and Global Capability, who selected the successful duo for the trip from a list of interested candidates.

Ben and Katie say the conference gave them new perspectives on their careers.

“As an exploration geophysicist by background, this opportunity has expanded my knowledge of how we market, trade and ship LNG around the world,” says Ben.

“Visiting China also drove home for me how natural gas can contribute to an improvement in air quality.

“Global energy demand is set to increase in the next couple of decades, with Chinese demand for LNG particularly strong. Gaining some insight into the market for our product and what underpins it has reinforced my view that gas has a vital role to play in the energy transition.”

Ben adds he is proud to work for a company that offers staff opportunities to develop their knowledge and experience.

Katie describes the chance to represent the WYP internationally as a unique opportunity for someone working in Production.

“My key takeaway is we are not ‘working in isolation’,” she says.

“It is critical for us to embrace collaboration and innovation to face the upcoming opportunities and challenges together in the LNG market.”

Katie says they also got a new insight into what goes into staging events such as LNG2019.

“Both Ben and I really appreciate the amount of time that Marketing Trading and Shipping, and Corporate Affairs put into these events,” she remarks.

They cite the conference session entitled “LNG: A Sustainable Fuel for a Sustainable Future” as their favourite session for its insights from major suppliers and consumers.

Featuring our chief executive officer Peter Coleman, the panel spoke of the amazing opportunity gas has in solving the dual challenge of more energy with fewer emissions globally, while also touching on the need for industry to educate on the benefits it delivers.

As for the other delegates from around the world, their favourites seemed to be the toy kangaroos and koalas on Woodside’s stand.

“All 5000 toys were gone by the third day of the conference,” reports Katie.

Broadening horizonsGaining experience: Katie Shi, left, and Ben Williams, right, gained a wealth of experience when they joined a diverse company delegation to LNG2019, centre, held in Shanghai China.

27

Volunteering at Woodside has developed myriad forms, and an impressive number of employees are keen to lend a hand.

Last year, almost 1500 volunteered their time.

But the communities team in Corporate Affairs is keen to encourage even more, as graduate adviser Tanya Matthews explains.

“Woodside was one of the first companies in Australia to introduce paid volunteering leave, and between 2010 and 2018 our employees volunteered more than 60,000 hours valued at almost $11 million,” reports Tanya.

She lists some of the avenues Woodside volunteers are taking.

Many join team members on “volunteering days”, and use the company’s volunteer portal to guide them into suitable activities through Volunteering Australia and Conservation Volunteers Australia.

Others volunteer through the internal networks to which they belong – such networks as GradComm (for graduates on Woodside’s three-year training program), blood and plasma donors, Cancer 200 Riders and the STEM (science, technology, engineering and maths) in Schools teams.

All those networks have their own volunteering programs and partnerships.

“Skills-based volunteering is another avenue,” Tanya adds.

This is a focused activity that requires delivery against a requested scope of work – as Woodside financial adviser Lihua Huang discovered.

City West Lotteries House (CWLH) in Perth needed upskilling for its team in using platforms such as Excel, and Lihua stepped up for the challenge.

She met with the CWLH team both to get a clear understanding of their current process, and to identify where improvements were needed around re-designing the data entry procedure and standardising tenant names across all documents.

CWLH says Lihua provided valuable ideas and inputs to amend its internal processes, and several training sessions were held to demonstrate the new model.

“Lihua listened to what the needs of CWLH were and acted on them to achieve excellent results for us,” says Trish Slee, CWLH’s chief executive officer.

“She provided great ideas and tuition.”

As for Lihua, she nominates adding value with her skills to a community organisation as a key takeaway.

“I would definitely recommend a skills-based volunteer opportunity to others,” she says.

Jawun is another outlet for those seeking to help others while broadening their own knowledge and experiences at the same time by matching people and their skills for short-term secondments with Indigenous-led organisations.

Woodside has enjoyed a relationship with Jawun for eight years, and in that time has seconded 50 employees to 10

different regions. Kate Brittain is one of the most recent.

In September last year, the Corporate Affairs adviser relocated to Arnhem Land in the Northern Territory where she was seconded to Miwatj Health Aboriginal Corporation and tasked with preparing a business case to seek Government funding for a new medical centre.

“Jawun really is a once-in-a-lifetime experience,” Kate enthuses.

“The Yolngu (traditional custodians of Arnhem Land) are people who have experienced so much disadvantage, but are still so kind, inclusive and willing to share their culture.

“To me, volunteering is a two-way street. It’s not just about the skills or experience that you give as a volunteer; it’s about the skills and experience that you take away from volunteering.

“I’m richer for the experience.”

If you too would like to become “richer”, check out the Woodside volunteering portal.

Pitching in

Helping out: almost 1500 Woodsiders volunteered last year, but the company wants even more helping hands.

28 trunkline | Q2 2019

Mia Yellagonga, our new company headquarters in Perth, is home to memorabilia Woodsiders have assembled over the years.

For instance, Woodsiders have been loyal supporters of the Ride to Conquer Cancer (now the Cancer 200 Ride for Research) and their cycling efforts have been acknowledged in the end of trip facilities (EOTF) in Mia Yellagonga.

Memorabilia matterRichard Frayne, instrument commissioning engineer brownfields, was the initiator.

Richard contacted the Mia Yellagonga Woodside Headquarters (WHQ) team in October 2018 with an idea to celebrate seven years of Woodside’s involvement in the annual weekend bike ride.

His idea become a reality in March with

the “Journey of Jerseys” on display along the walls of the EOTF.

The team jersey frames on display in the EOTF recognise that we are on a journey, and that Team Woodside is front and centre in the fight to help eradicate cancer and the hardship that it brings to so many lives.

“I am proud to be a member of the Woodside Team that has raised over $1.5 million in the past seven years, mostly out of the generosity of Woodside staff, family and friends,” says Richard with a smile.

Since the Woodside team’s establishment in 2012 by Dave and Sharon Harwood (Sharon brought home a flyer for the inaugural event), a lot of team members have turned up every year and completed the challenge over and over again.

“Displaying the jerseys started out as a way to recognise the extraordinary effort that members of the team had put in over the years,” explains Dave.

The Perkins Institute recognised this extraordinary effort with a special five-year participation jersey for those riders who have been participating since 2012.

The framed yellow jersey has the names of the “Woodside Team Legends” who have completed at least five rides engraved on the plaque beneath the jersey.

It has been designed so further names can be added to the plaque in the future.

It’s a fitting recognition and something for other team members to aspire to.

Cycling legends: Top, Craig Duarte, Roger Edland, Rajesh Sidarthan, Javier Vasquez, Rick Frayne and Michael Wauchope proudly have their names on the yellow jersey in recognition of completing five Ride to Conquer Cancer events. Below, Dave Harwood, instigator of the Woodside Team, nearing the finish line in 2018.

29

It’s taken 18 years to be given a name, but a four-panel painting which has accompanied Woodsiders from Number One Adelaide Terrace, to Woodside Plaza and now Mia Yellagonga finally has a title – Ngalla keyen moort.

It’s a Noongar phrase which roughly translates as “we are one family”, and it’s been given to the four paintings commissioned to depict the lifecycle of hydrocarbons from exploration through to end use.

“They were designed and created back

Initiative and perseverance turned a subsea control module (SCM) that was destined for the scrap heap into a great learning opportunity for the Subsea and Pipelines (SS&PL) function.

The SCM is the part of the subsea production system that provides well control functions and monitors the status reporting back to either a platform or floating production unit (FPU).

“It’s effectively the brains of a subsea production system,” explains Simon Vine, senior subsea umbilicals risers and flexibles engineer. Following the decommissioning of Balnaves, an oil field off the Western Australian coast, the SS&PL function found itself with a spare SCM. That’s when Tony Owen, subsea delivery manager, had a brainwave.

“I wanted to use this as an educational piece, to demonstrate the technical internal workings of an SCM, but we had to look for a cost-effective way to make this happen,” says Tony.

Working with a small subsea engineering company, Jarryd Cheso, graduate subsea engineer SS&PL,

Memorabilia matter

described it as a labour of love.

“It turns out making a display out of one these modules is not that straight forward,” says Jarryd.

The challenges did not end there. With the structure weighing in at 1.5 tonnes, the SCM’s new home on level 16 of Karlak, Mia Yellagonga, had to be modified to support the weight.

“The frame of the module had to be braced to allow the weight to be spread

in 2001 by local artist Justine Playford in collaboration with the families and members of the then Australian Oil Division,” explains Gary Jones, vice president Drilling and Completions (D&C).

Justine began the process by transferring her concept on to four large cards.

The Woodsiders and their families then added colour, over several evening sessions of pizza and paint.

Justine then copied the colours on to

From subsea to Level 15over the floor slab,” recalls Dan Refeld, senior facilities coordinator Global Property and Workplace.

“The existing floor structure was then modified, and the module placed on to the reinforced floor plate.” If you haven’t seen a subsea control module, you now have the chance.

 The SS&PL Subsea Academy now plans to incorporate the SCM display into future learning opportunities available to the whole organisation.

 

Four on the floorcanvas, adding her own styling and details.

But the mural was never named, and Justine moved overseas.

A competition was held in March in D&C to name the mural, and Robyn Pollard, Zeal Sheth, Dwayne Rota and Tedman Wong came up with variations of the same theme.

Indigenous employment adviser Nicole Crnko helped with the Noongar translation.

“The mural continues to remind us of our Compass value of working together with an aspiration to contribute to our community as one Woodside family,” says Gary.

He adds the mural previously had been “split up” because there’s never been a place large enough to accommodate them as one mural – until now. They’re on Karlak’s Level 17.

“I was delighted when we moved into Mia Yellagonga and discovered a space had been created where they could be hung how they were designed – together as one,” Gary says.

Name calling: Dwayne Rota, Zeal Sheth, Tedman Wong and Robyn Pollard admire the 18-year-old four-panel painting which finally has a name and a permanent home.

Learning opportunity: Jarryd Cheso Simon Vine and Tony Owen inspect their ‘labour of love’.

30 trunkline | Q2 2019

turning back the pages

It wasn’t always better in the good old days . . . or safer.

Mike Cavanagh was a senior inspector for major primary contractors to Woodside for fabrication and installation of the North Rankin A platform in the 1980s.

Mike, now quality manager Developments Health Safety Environment and Quality (HSEQ) remembers the offshore macho or “offshore tiger” culture which was prevalent.

“Beware of the offshore culture – especially if it seems like schedule is everything,” he remarks.

Indeed, he remembers it so vividly it inspired a slideshow he’s presented as part of a “safety moment”.

For a wider audience, Mike also recently posted a photo on Yammer of offshore workers holding on to a so-called Billy Pugh.

“You’d jump on the basket and the crane driver would lift you over from vessel to vessel,” he explains.

Looking at photos of those times, he points to the workers’ attire. Some are wearing shorts and a T shirt. Or no shirt. The only mandatory safety gear, he says,

was hard hat and boots.

Mike’s safety moment presentation was called “Pressure, fast track, cause and effect” and centered on the demand to do something quickly to the extent of ignoring common sense and good safety practice in the pursuit of meeting a tight schedule.

He includes himself in the list.

Mike says the workforce (including himself) of the time received many injuries.

“They were regarded as an acceptable occupational hazard,” he recalls.

Once, he needed to get over to another barge quickly.

“I’m in a hurry for this fast track project but the crane driver wouldn’t take a load with only one person,” he complains.

So Mike decided there was no time to wait and took the risky option of jumping on to a Yokohama fender as a stepping stone to the barge.

Now, the big fender was made of rubber – soft for a 66,000 tonne vessel but rock hard for a human.

But in the instant he jumped, the two vessels separated, the fender dropped

with the water level and Mike was left clinging to ropes on the side of the fender.

“I was left hanging, waiting for it to rise with the next wave,” he reports.

“I just had enough strength to pull myself up."

Today, Mike reflects on his actions with mature insight.

“The interesting thing was I should have been held to account for my poor behaviour but in fact I was treated like a hero because I got away with it,” he continues.

“Nobody would do this today. I was very lucky to get away with it.”

Mike moved to New Zealand not long afterwards and then to other international locations with the oil industry.

In 2011 he decided to return to WA. He had two job offers, including one from Woodside which he accepted.

“Now as a senior leader, we’re setting the example and attitudes to safety have changed completely,” he says.

“We never switch off, and we maintain and encourage a sense of chronic unease.”

Better safe than sorry

Swinging times: Mike Cavanagh, right, uses old photos of offshore workers in safety talks to illustrate how far the safety culture has come since the 1980s.

31

Karratha’s new arts centre, the Red Earth Arts Precinct, celebrated its first birthday in May, with thousands having enjoyed its facilities in its first 12 months.

It’s meant a new array of recreation and attractions for residents and visitors alike.

Funded in part by the North West Shelf (NWS) Project, the multi-million-dollar precinct has staged scores of events, screened hundreds of movies, and issued more than 44,000 tickets in the past year.

NWS Project vice president Andrew Lobb says the precinct is contributing to a strong sense of community in a vibrant regional city.

“The Red Earth Arts Precinct is a fantastic theatre complex, providing our people and their families with great opportunities to see world-class shows and to perform on the stage,” Andrew says.

“Since it opened a year ago, we’ve enjoyed new release movies, Melbourne comedy shows and a number of kids dance and music concerts.”

Andrew, who was until recently the Karratha Gas Plant manager, points out that Woodside has also hosted staff briefings and special events at the precinct.

“In May, we hosted a great event for local suppliers at The Shelf, the outdoor terrace named in recognition of the contribution by the North West Shelf Project to this fantastic facility,” he says.

City of Karratha mayor Peter Long has said the precinct places Karratha on the national arts and culture map.

“This contemporary facility demonstrates how the arts enrich communities and has strengthened WA’s touring circuit, which previously lacked a high standard venue between Broome and Geraldton,” he said.

“The Red Earth Arts Precinct beckons residents and visitors with an appetite for the arts to embrace the wide variety of entertainment on offer and enhances the liveability of our city.”

The precinct boasts a striking design, which is based on an abstract of the local Pilbara landscape and Karratha’s rocky red hills.

It cost $56 million and was funded by the Woodside-operated NWS Project, Rio Tinto, Lotterywest, the City of Karratha and arms of the Federal and State governments.

The state-of-the-art facility has meant Karratha has been successful in enticing some of the big names in Australian

entertainment, such as the folk-rock band The Waifs, Melbourne International Comedy Road Show; and international acts like singer Toni Childs and award-winning concert pianist Oxana Shevchenko.

But it’s more than a hub for movies and concerts.

Local dance and theatre groups use the two rehearsal rooms and the precinct houses the city library.

And the precinct has staged a number conferences and booked more for the near future, including the Developing Northern Australian conference in July and the WA Regional Tourism Conference in September.

Visitors drawn to

Fast Facts• The precinct has won 8 building

awards• More than 190 movies have been

screened in the cinema• 49 live performances have been

held in the auditorium• 56,000+ items have been bor-

rowed from the library• A concert by The Waifs sold out in

10 minutes

arts centre

Arts anniversary: Nancy Milligan, coordinator of Partnership & Community Projects at the City of Karratha, with Corporate Affairs adviser Vanessa Tran. The Red Earth Arts Centre celebrated its first birthday in May.

32

This is where Woodsiders discover a little bit more about their colleagues – and what they’ve been getting up to outside work hours.

Think of it as Trunkline’s version of the water cooler.

Because whether it’s satisfying a passion for a sport, an unusual hobby or doing good deeds in the community, Woodside’s employees and contractors tend to live life to the full. As a result, they often have interesting stories or experiences to recount.

If that sounds like you or a colleague and you think it should be shared with the Woodside community, give us a call or drop us a line.

random discoveries

trunkline | Q2 2019

A distinctive outfit worn by the Administrator of the Northern Territory for an audience with Queen Elizabeth in February claimed a distinct Woodside connection.

The Hon. Vickie O’Halloran was wearing a design by Nagula Jarndu – a Broome-based Aboriginal womens’ arts and resource centre that specialises in textile design.

Woodside and the Browse Joint Venture

have partnered with Nagula Jarndu and their support for local women since 2014.

The audience, at Buckingham Palace in February, was to formally mark Mrs O’Halloran’s appointment as Administrator of the Northern Territory.

In May, women from Nagula Jarndu visited Mia Yellagonga to discuss the organisation, its work and take sales of their art and textiles.

This year’s Biggest Morning Tea at Woodside raised more than $30,000 for research into finding a cure for cancer and supporting those diagnosed with the disease.

A total of 15 morning teas were held across Woodside’s offices and assets.

The Biggest Morning Tea is a Cancer Council’s event raising funds for research and support programs for those touched by cancer

The morning tea in the Yangon office in Myanmar was shared with colleagues from the Australian Embassy and AustCham Myanmar.

Fit for a Queen

“Together we raised money for a local charity Shwe Yaung Hnin Si Cancer Foundation that improves awareness of cancer among people of Myanmar,” explains Pyae Phyo Zaw, logistics specialist, Global Exploration.

King Bay Supply Base, pictured top right, fired up the barbeque and supported the great cause with a sausage sizzle, while our London office, top centre, enjoyed a more traditional spread of sponge cake and a cuppa tea.

At Mia Yellagonga, top left, six separate morning teas were held with special guests from the Cancer Council WA offering a positive message, ensuring that

Cuppa for a cause

Woodsiders were left informed and up-to-date with the latest in cancer research.

Tanya Matthews, graduate Corporate Affairs adviser, was one of the event’s organisers.

“It is a great way to bring people together and support a great cause,” Tanya says.

The Biggest Morning Tea follows a successful day in May held by Gender Equality Matters (GEM) called “Humans of Woodside”. Woodsiders shared how their lives have been touched by cancer and listened to the latest research and finding on advances in cancer treatments.

33

Woodsiders Cher Gibellini and David Kulikowski had the privilege of playing at Optus Stadium in April when the Fremantle Dockers played the Western Bulldogs.

Senior corporate affairs adviser Cher and graduate geologist David had their names drawn from the hat – two Woodsiders who entered the draw for the opportunity.

The Fremantle Dockers invited two representatives from each of its sponsors to play a curtain-raiser before the Len Hall Anzac Tribute game against the Western Bulldogs on 27 April.

For Cher, it was the first time she’d kicked a footy since primary school, yet she managed two goals.

“For the second half of our game, some of the fans had arrived. It was such a

Karratha maintenance technician Victor Bellotti scored the opportunity of designing this year’s AFL Indigenous Round guernsey for the Fremantle Dockers.

Troy Cook – a family friend, former Docker and lifetime member of the club – asked Victor to help design

Sore winners

rush to have people cheering when we kicked a goal,” she recounts.

Cher and David were pleased to receive a jumper, shorts and socks to wear and keep as souvenirs.

There was supposedly no tackling or bumping, but all that seemed to be forgotten in the enthusiasm of the match.

And the teams? Cher and David both played for the Purples against the Whites.

“A few of the guys were wearing sneakers and they slid around a bit and collided with opponents so I was a bit sore after that,” says David.

The result?

“The Whites were inaccurate, so we won convincingly,” Cher reports gleefully.

Dockers design

the guernsey to tell the story of their childhood town of Carnarvon.

“The shirt shows the story of the Gascoyne river that runs through the town, with the various animals that live around the river,” Victor explains.

“You can see the kangaroos, the emus

and the fish that all live in harmony.”

Victor was given the honour of tossing the coin at the match, pictured, with Freo Dockers’ captain Nat Fyfe wearing his design.

Victor attributes his artistic talents to learning from his father.

“He would sketch and paint various animals such as the emus that can be seen on the design of the guernsey.”

The Indigenous Round coincides with National Reconciliation Week.

As an acknowledgement to his reconciliation efforts, Victor was invited to flip the coin at the Indigenous Round on 26 May, against the Brisbane Lions at Optus Stadium in Perth.

“It was such a rewarding and surreal experience – one I will always remember,” he says.

Victor’s artistic ventures are now expanding to competitions.

He’s now entered a few pieces into the Cossack Art Awards – one of the largest regional art awards in Australia and one which showcases talents from Karratha, Wickham and other regional areas.

Picture courtesy AFL Photos/Daniel Carson.

random discoveries

34 trunkline | Q2 2019

When two pods of dolphins emerged in the river during Ali Walmsley’s wedding ceremony, causing a brief halt to proceedings as guests admired the scene, it was taken as a blessing from the universe.

It was a wedding that Ali and Judith, her partner of 14 years, never thought possible until very recently, after changes to allow same-sex weddings.

“Prior to the ‘Yes’ vote friends said we should get married overseas, but we said: ‘We live in Australia and if we can’t get married in our own country, we won’t’,” says Ali, management assistant Reservoir Management.

After the change in law and after attending a same sex wedding of two close friends in May last year, the couple re-considered the idea of marriage.

“So many people have worked so hard for so long to make this possible and we thought we would enjoy the opportunity,” Ali reports.

The very next month, while the pair of devoted Eagles supporters were watching an AFL game on TV with family, Jude got down on one knee at half time and proposed.

Woodside cadet Khan John has featured in the March/April edition of the QANTASLink regional magazine, SPIRIT, in an article which examines how Australian resources companies attract “new-gen” employees.

Khan is a 20-year-old student studying a Bachelor of Engineering (Chemical) and a Bachelor of Commerce (Management) and originally from the Kimberley.

He was one of several young Australians interviewed in the magazine’s April

Flying high

Ali’s wedded bliss

They married in March in Perth, with family and friends flying in from all over the world.

Ali says she’s felt empowered by the overwhelmingly positive response she’s received whenever she now uses the term “my wife”.

“I haven’t had one negative response to making that statement and that’s given me courage to make it more often,” she says.

“I think it starts getting people used to the idea. The more you normalise it, the more you help people understand.”

She adds the great support she’s

received from her function and her manager Ian Sylvester has been a bonus.

“I would also like to acknowledge the positive impact Woodside’s inclusion and diversity values make and the influence our Spectrum network is having to create a more inclusive working environment for all LGBTI+ staff,” Ali says.

As for herself, Ali says it’s all been a little bit “surreal”.

“People have been saying to me since we got engaged ‘when is that smile going to come off your face?’

“I say, ‘I don’t think it will be for a while yet’.”

edition about what drew them towards careers in the resources sector.

Khan says he’s long wanted a career in science, technology, engineering and mathematics (STEM) and it’s an interest that may well have its origins in his genes. His father (whom he cites as a “huge influence”) is Woodside operations technician Doug John.

Khan explains: “Dad has a PhD in chemistry and I was born when he was in the middle of doing his thesis!”

Kahn is a member of the Bunuba tribe in Fitzroy, told SPIRIT: “He used to come home and tell me stories about life on the rig, like, ‘Oh Khan, you should have seen this huge tuna off the side of the rig today'.

“I’m an ocean kid – I love being out there in the environment.”

Khan joined Woodside as part of the Cadetship Program (now the Tailored Assistance Employment Grant or TAEG) in mid-2017 and has been part of the Summer Vacation Program since.

He’s spent time in Reservoir Management and petrophysics, which he describes as “awesome”.

“I had no clear idea on what petrophysics was before I started, but I had a great team to work in,” he says,

He loves mentoring and tutoring students. And last year Khan relayed the story of his STEM career at a conference in Fremantle, which brought him to the attention of Qantas.

Cities in Asia are becoming renowned for stunning architecture, and buildings like this is one such example that caught the eye of our China country manager Kris Leo. It’s the CCTV (China Central Television) Headquarters and

it’s located right across the Third Ring Road from the Woodside office in Beijing's CBD. Completed in 2012 and 234 m high with 51 storeys, it’s already become a noted landmark in China’s capital.

final frame

Woodside Energy Ltd.11 Mount Street Perth, Western Australia G.P.O. Box D188 Perth, Western Australia 6840t: +61 8 9348 4000 f: +61 8 9214 2777 www.woodside.com.au